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    Title: 以多邊平台觀點探討線上軟體平台對外部開發者之守門機制: 以App Store和Android Market為例
    Gatekeeping Stategy on online marketplaces from the multi-sided platforms perspective: a case study on App store and Android market
    Authors: 顏瓊玉
    Yan, Chung Yu
    Contributors: 溫肇東
    顏瓊玉
    Yan, Chung Yu
    Keywords: 多邊平台
    守門機制
    外部開發者
    Multi-Sided Platforms
    Gatekeeping
    External Developers
    app
    App Store
    Android Market
    Date: 2011
    Issue Date: 2012-10-30 14:21:27 (UTC+8)
    Abstract: 行動上網時代來臨,隨著連網技術成熟與裝置快速普及,微型應用程式(application,簡稱app)的應用應運而生,線上軟體平台產業快速成形,集廣大外部開發者之力共同創造價值與利潤。

    激烈的平台競爭與初步的產業發展成果突顯出,面向多方參與者的平台對外部開發者守門的重要性,平台經營者如何在敞開大門的同時又能取得好的創意,背後應該有可供解釋的理由與作為。因此,本研究結合過去研究未有交集的多邊平台與守門理論兩觀點,期盼藉由研究成果回答三點研究問題:(1)線上軟體平台如何對外部開發者進行守門?(2)線上軟體平台之守門機制隨平台發展歷程有何變化?(3)線上軟體平台之守門機制對平台之經營績效有何影響?

    本研究所得到的初步結論:(1)線上軟體平台在開放與透過一系列「規範中有服務」的措施組成對外部開發者的守門機制,分為「價值獲取型」守門機制與「價值創造型」守門機制兩類。(2)線上軟體平台守門機制在「導入期」與「成長期」是處於「開放中有封閉,封閉中有開放」的狀態,價值獲取型守門機制從導入期至成長期是封閉趨向開放,價值創造型守門機制從導入期至成長期是開放趨向封閉。(3)線上軟體平台非獲利中心,而是生態系統的一控制點。
    Internet infrastructure and technology have advanced, we have now entered the Mobile Internet Device era. Online marketplaces form and applications sprout, stimulating an ecosystem worthy enough for external developers to dive in, grabbing the value in this co-creating process.
    However, managing the online marketplace is difficult. Developing a place to encourage participation for external developers as well as to gate keeping the platform quality is not an easy task. Up to this day, we can observe different online marketplaces develop different approaches. This research combines the prospective from multi-sided platforms theory and gatekeeping theory in view to answer three questions: (1) What is the gatekeeping strategy for online marketplaces? (2) As online marketplaces develop, how does the gatekeeping process change? (3) What influence does gatekeeping strategy has on online marketplaces performance?
    This study has found: (1) Two different strategies multi-sided platforms use for gatekeeping forming regulation and services for external developers are “Value Proposition” and “Value Creation”. (2) From the “early stage” to the “developing stage” of multi-sided platforms, this research discovers two different movements on gatekeeping: “From Opened to Restricting” and “From Restricting to Opened”. “Value Proposition” strategy leans toward “From Restricting to Opened” state, while “Value Creation” strategy leans toward “From Opened to Restricting” state.(3) Multi-sided platform is not a place to generate interests, but a place to manage the ecosystem.
    Reference: 一、英文文獻

    • 論文期刊

    Andrei Hagiu (2006) “Two-Sided Platforms: Pricing, Product Variety and Social Efficiendy.” Harvard Business School.

    Andrei Hagiu (2006) “Optimal Platform Pricing in Two-Sided Markets.” RAND Journal of Economics.

    Andrei Hagiu (2007) ”Merchant or Two-Sided Platform?” Review of Network Economics, Vol.6(2), June 2007.

    Andrei Hagiu (2008) ”Two-Sided Platforms: Variety and Pricing Structures,” mimeo Harvard Business School.

    Boudreau K. (2008) ”Opening the Platform vs. Opening the Complementary good? The Effect on Product Innovation in Handheld Computing,” HBS Working Paper.

    Faye Mallett (2006) “Multi-Sided Markets: More Platforms For Business,” Galt Global Review, April 17, 2006.

    Farrell J. and Katz M. L. (2000) “Innovation, Rent Extraction, and Integration in Systems Markets,” Journal of Industrial Economics 48(4):413-432.

    Gawer A. and Henderson R. (2007) “Platform Owner Entry and Innovation in Complementary Markets: Evidence from Intel,” Journal of Economics & Management Strategy, Vol. 16, No. 1, pp.1-34, Spring.

    Gawer, A, and Cusumano M.A.(2002) Platform Leadership: How Intel, Microsoft, and Cisco Drive Industry Innovation, Harvard Business School Press, Boston.

    Gawer, Annabelle, Michael A. Cusumano(2008), “How Companies Become Platform Leaders”, MIT Sloan Management Review, 49(2),pp.28-35.

    Hsiang, W. H., Chen, T.W., Chen, Y.W., Wu, S.H., Wen, C.T., (2006). Gatekeeping Innovation : An Interactive Model. Academy of Management Conference, Atalanta, USA.

    Iansiti M. and Levien R. (2004) The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability, Harvard Business School Press 2004.

    Jean-Charles Rochet and Jean Tirole, (2003), “Platform Competition in Two-Sided Markets,” Journal of European Economic Association.

    Katz M. and Shapiro C. (1994)”System Competition and Network Effects,” Journal of Economic Perspectives, vol. 8. No 2, pp. 93-115.

    Kevin J. Boudreau and Andrei Hagiu (2008) “Platform Rules: Mutil-Sided Platforms as Regulators” MIT Working Paper.

    Parker G. and Van Alstyne M. W. (2005) “Innovation, Openness and Platform Control,” mimeo Tulane University and MIT.

    Prencipe A., Davies A. and Hobday M. (2003) The Business of System Integration, Oxford University Press.

    Rochet, J.-C., and J. Tirole (2004) “Two-Sided Markets: An Overview,” IDEI working paper 2004.

    Spapiro C. and Varian H. (1998) “Information Rules,” Harvard Business School Press, 1998.

    West J. (2003) “How Open is Open Enough? Melding Proprietary and Open Source Platform Strategies,” Research Policy 32(7), 1259-1285

    • 專書

    Chesbrough, Henry(2007) ”Open business models: How to thrive in the new innovation landscapes”,

    Csikszentmihalyi, M. (1996). “Creativity: Flow and the Psychology of Discovery and Invention.” New York: Harper Colins.

    David S. Evans and Richard Schmalensee. 2004. Paying with Plastic: The Digital Revolution in Buying and Borrowing, MIT Press, Boston.

    Evans D., Hagiu, A, Schmalensee, R. 2006. Invisible Engines: How Software Platforms Drive Innovation and Transform Industries, MIT Press, Boston.

    Evans D., Schmalensee, R. 2007. The Catalyst Code: The Strategies Behind the World’s Most Dynamic Companies. Harvard Business School Press, Boston.

    Yin, R. K. (1994). Case Study Research: Design and Methods: Sage Pubns.

    • 研究調查機構

    Morgan Stanley Research http://www.morganstanley.com/institutional/research/

    In-Stat,http://www.instat.com/index.asp

    VisionMobile,http://www.visionmobile.com/

    Flurry,http://www.flurry.com/

    Distimo,http://report.distimo.com/

    Research2guidance,http://www.research2guidance.com/

    PiperJaffray,http://www.piperjaffray.com/

    148Apps.biz,http://148apps.biz/

    Garner Inc.,http://www.gartner.com/technology/home.jsp

    HIS Screen Digest,http://www.screendigest.com/

    二、中文文獻

    • 論文期刊

    許俊傑(2007),以Multisided Platform觀點分析PayPal事業經營模式,台灣大學商學研究所碩士論文。

    林玉堂(2009) ,多邊企業經營模式之建構:i-mode個案探討,政治大學企業管理研究所碩士論文。

    韓燕甯(2008),從開放式創新觀點探討NTT DoCoMo平台行經營模式,政治大學企業管理研究所碩士論文。

    林嘉源(2007),展覽的產業守門機制研究—以COMDEX Fall、CeBIT、COMPUTEX Taipei世界三大電腦展為例,國立政治大學科技管理研究所碩士論文。

    王美雅(2005),概念型創新的動態擴散過程—複雜理論觀點,政治大學科技管理研究所博士論文。

    溫肇東、羅育如、陳意文(2007),守門活動的價值創造機制之研究:以實境競賽節目為例,中華民國科技管理學會年會暨論文研討會。

    吳信憲(2010),台灣兩項設計競賽成效之研究—以守門機制觀點,政治大學科技管理研究所論文。

    • 專書

    王怡棻譯(2010),Venkat Ramaswamy, Francis Gouillart著,共同創造有多厲害,商周出版

    羅耀宗(2004),Google:Google成功的七堂課,梅霖文化

    李芳齡譯(2007),David S. Evans and Richard Schmalensee,企業觸媒策略:觸媒型企業多邊平台的制勝法則,天下雜誌

    江明玉譯(2007),村上隆著,創業藝術論,商周文化事業股份有限公司。

    • 報章雜誌
    李仁芳,2010,內容服務才是硬道理,今周刊705期。

    吳思華,2003,從製造台灣走向知識台灣:創意、創新與創業是知識經濟時代的新力量。

    數位時代,2010.10
    Description: 碩士
    國立政治大學
    科技管理研究所
    98359003
    100
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0098359003
    Data Type: thesis
    Appears in Collections:[科技管理研究所] 學位論文

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